零售通路新變革-全通路時代來臨 —以電視購物E公司為例

Abstract

隨著資訊技術的演進，商品資訊的載具越來越多元化，除了既有的虛實通路之外，在行動上網服務普及後，手機app 購物成為新興的購物管道，如何善用社群媒體增加曝光及整合多通路以避免產生衝突，成為時下新一代的經營挑戰。 本研究旨在探討面臨全通路時代之下，電視購物業者如何透過整合各通路來因應未來變化多端的市場。並藉由與其他國家的電視購物業者比較，以及深入的個案分析，去了解業者不同之通路整合過程路徑(Offline to online/Online to offline)，了解目前的通路現象，進而以Ｅ公司進行深入的個案探討與研究，並輔以量化數據分析，進一步去論證這樣的全通路發展方向，是否對業者的營收能產生提升作用。 全球非店面零售交易平台近年來經歷重大轉變，而台灣的轉型仍相對緩慢。在已開發國家，傳統電視購物交易平台（如：電話銷售）的銷售額呈現下滑，台灣的電視購物與電子商務交易額仍雙雙成長。台灣從電視購物移轉到電子商務交易平台的速度，較其他國家緩慢。全球數位購物的領先業者已整合跨通路（多屏）購物平台，例如網路購物、行動購物。在已開發國家，非店面零售商為了因應電視購物平台交易金額下滑的趨勢，已整合跨通路（多屏）購物平台，同時也積極整合新興智慧手機購物平台。 E公司所包含的銷售模式包括電視購物、網路購物、型錄、MOD、電話行銷…等模式，皆屬於虛擬無店面式的零售銷售。E公司面對全通路零售時代的趨勢下，在通路策略上也做不斷的做出新的調整，包括新通路開拓、通路間的相互導流、新支付工具的串連建置、消費軌跡大數據的採礦及運用等。而E公司在通路革新及調整過程中，也面臨了許多通路衝突的問題。通路策略的改變，新通路的建置，公司必然傾注較大的資源再扶持新通路，此時舊有通路就會產生通路衝突的問題。 為降低水平通路衝突，企業必須藉由目標及薪獎制度，或組織的調整以及資訊能力支援，來降低組織內部人員的通路衝突，建立良好績效制度為避免虛實通路之間互相搶奪客源造成通路衝突的現象產生，除了需劃分消費族群降低重疊程度之外，仍需搭配具有共同利益目標之績效制度，同時教育員工使其具備共同拓展市場，提升整體營收之觀念。 根據本研究，不論國內外邁向全通路零售發展，都是未來的發展方向，透過資訊技術的催化整合，以消費者為中心，360度包圍的各種可展現商品的通路，都是國內外零售業者需要去開拓的方向。 在這個過程中，越能創造消費者一個無縫接軌的購物環境的零售商，就越能提高消費者的消費機會，也越能掌握致勝關鍵。而且零售商並非只是不斷新增通路，就可以達到圈通路銷售的最好效率，通路間的消費行為會再通路間交錯使用，因此不僅是提供多通路接觸消費者，更需進一步進行通路間的串接，與資源技術的整合。 隨著行動裝置普及、愈來愈多的企業開始 打造全通路平台（omni channel platform），發展O2O創新服務模式，此時企業若能透過巨量資料 分析技術來解讀相關資料，將有助於市場布局的決策下達，提供客製化的專屬服務，進而拉升服務滿意度與銷售成績。

With the evolution of information technology, the carrier of commodity information becomes more and more diversified. In addition to the virtual and actual situation, the mobile app becomes a new shopping channel after the spread of online service. However, how to avoid conflict through making use of social media to increase exposure and integrate multiple-channel becomes a new business challenge now. This study aims to discuss how the TV shoppers will do to face the changing markets via the integrated omni channel, compare with other national TV shoppers, and analyze the specific case to understand the different path of the offline to online and the current pathways phenomenon. In addition, using E company as the case study to discuss and investigate, we will further demonstrate whether this omni channel development direction can produce raising effect on the practitioner’s revenue or not with the help of the quantitative data analysis. In recent years, the global online retail trading platforms experienced a great change whereas the business transformation of Taiwan is still relatively slow. The traditional TV shopping platform (such as: telephone sales) showed a decline sales amounts in the developed countries. Nonetheless, the TV shopping and e-commerce transactions both are still growing in Taiwan. The transforming speed from TV shopping to e-commerce trading platform is slower than other countries. Several leaders in digital shopping area have integrated cross-channel (multi-screen) shopping platforms, such as online shopping and mobile shopping. In the developed countries, online retailers have integrated cross-channel (multi-screen) shopping platforms and emerging mobile phone shopping platforms actively in response to the falling tendency of the trading volume on TV shopping platforms. The sales models of E company all belong to the online retail sales, which includes TV shopping, online shopping, catalogue, MOD, telemarketing, and so on. In this omni channel retail era, E company make new adjustments constantly in the channel strategy, including new channel development, interchannel flow, the serial establishment of new payment tools, the collection and application of consumption track data. As well as the E company also meet many challenges on the multi-channel in the process of innovation and adjustment. The changes of the Channel strategy and the construction of new channels lead to the company bounding to pour a larger resource to support the new channel. At the same time, the old channel will evoke a conflict in this process. In order to reduce the level of channel conflict, companies must reduce the channel conflict among insiders by means of the target, salary system, organizational adjustment, and information support capability. In addition, establishing a good performance system to avoid the phenomenon that the virtual and real channel via for customers causing the channel conflict. In addition, companies need to divide the consumer into various groups to reduce the degree of overlap, match with the common interests of the performance system, and teach employees to develop a common market, enhancing the concept of the overall revenue. According to this study, the trend toward the omni channel retail development is the future direction at home and abroad. Via the integration of information technology, the consumer-oriented and the encirclement channel of various displayed goods are the developed direction that needs the domestic and overseas retailers to exploit. In this process, the retailers who can create a seamless integration shopping environment to consumers, they can improve consumer spending opportunities. This is the key to success. And retailers are not just adding new channels to achieve the best efficiency in the ring road sales. Because of inter-channel consumption behavior in the existing channel, the retailers not only provide multi-channel to consumers, but also need to further connect the channel and integrate the technology resource. The popularity of mobile devices and the increase of enterprises begin to create omni channel platform and develop the O2O (Online To Offline) innovative service model. At this time, if the company can interpret relevant information by means of large amount of data analysis technology, this will help the decision-making of market layout, provide custom-based personal services, and then improve service satisfaction and sales performance.